comments

What role? This somewhat determines the responses they're looking for. But, more broadly: this isn't something you'll be able to fake, so if you don't believe in the LP's, starting just now won't help. Given that you're onto round 2 though (onsite I presume?), you're probably onboard with what the company believes.

Questions will tend to be behaviorally-based. Lots of "tell me about a time when..." and "how did you handle..."

You should thus have a range of experiences you can relay into stories that directly tie into the language of the LP's. Not that they're one-dimensional or "linear" in their interpretation, but, for something like Earns Trust you'll need to be able to talk about handling negative feedback and explain how you grew from it. For Disagree and Commit, you have to be detailed about why you disagreed, your thinking behind your position, and then what happened as a result.

Also, you'll have to be clear about what YOU did in all circumstances. This is not the time to share credit--they're looking exclusively for your contributions. Which also means...don't exaggerate or overstate.

Oh, and interviewers will be typing on their laptops as you talk. It's a weird sensation for some, but you get used to it.

Lots of managers will micromanage. Amazon often takes an approach where they put people who seem promising into roles they know little about. When you do that with people who either don't have much management experience, or poor managerial instincts, you get hellish levels of micromanagement. I've seen perfectly good 1- and 2-pagers be riddled with 50-60 redlined changes in Word. Bizarre.

discomit was spot on. A few more thoughts: Based a recent ding i got for a director role, I'd be careful of the following: the interviewers will prefer different/many examples. And so based on i had bunch up my sleeve, especially to address the "earns trust" principle. But somewhere along the way the number of examples i gave was one too many and the interview team essentially said i wasn't "right a lot". The exec recruiter, who i had known before, actually almost apologized when giving me feedback because it was a almost like trick question. So be very careful ensure it is balanced with no more than 2 negative situation examples. What pissed me of the most was that only the bar raiser, who has veto power, was the only one who dinged me on that nuance.